The exclusion of exclusion in social capital

In this paper we argue that many scholars using the conceptual framework of social capital have largely ignored or minimised two important elements: closure and emergence. First we chart the rise of social capital (section two), then we outline some of the existing criticisms of social capital (section three). In section four, we offer a four-way classification system, based on the recognition of emergence and/or closure, of the most popular and widely utilised definitions of social capital. Such categorisation allows for the analysis of how social capital is understood across academic disciplines and how it has been taken up in the policy making arena. Finally we argue that it is only by conceptualising social capital as having emergent properties and as inherently exclusionary that it becomes theoretically and analytically useful to sociological enquiry.

Quality practices, priorities and performance: an international study

This paper presents the results of a survey administered across seventeen countries that seeks to examine quality practices, priorities and performance. The participating countries were Argentina, Australia, Belgium, Brazil, China, Croatia, Denmark, Germany, Hungary, Ireland, Italy, Netherlands, Norway, Spain,Sweden, UK and USA. The methodology involved the use of a self-administered questionnaire to director/head of operations/manufacturing in best practice firms within the sector of firms classified by ISIC(rev.2) Division 38. There is evidence of both similarities and differences across the countries studied. Further analysis is required to explore the convergence versus “culture specific” argument.International, Practices, Priorities, Performance

Individualization and Equality:Women’s careers and organizational form

Some feminist writings have claimed that ‘bureaucracy’ is inherently ‘patriarchal’. This paper challenges this argument by comparing the experience of women in Ireland in a state sector organization and in a cluster of software firms. While the bureaucratic state company has been reformed to incorporate equal opportunities, in the individualised or ‘marketized’ software companies women’s progress is at the whim of individual managers and motherhood and a career are largely incompatible. If bureaucratic organizations can be reformed in this way, it cannot be claimed that there is any inherent link between bureaucracy and patriarchy. Instead organizations can be either bureaucratic or marketized, and either patriarchal or woman-friendly. These are two separate dimensions which change independently of each other. On this basis the paper suggests that the contemporary ‘remasculinization’ of management occurs because earlier reforms in bureaucratic organizations are now being eroded.

The learning transfer system approach to estimating the benefits of training: empirical evidence

Three steps must be implemented if a training programme is to be successful. The first is the identification of needs to identify what training is required. The second is an analysis of the firm to identify the issues that will affect the ability of the firm to exploit new skills. The third is an evaluation of the training to ensure that sufficient resources are applied to implement and to integrate the training programme. These latter two steps come under the heading of learning transfer. The article presents the findings of an application of this approach. The analysis shows the richness of the information that results from this approach and outlines its operational importance for managers engaged in decisionmaking or in the design of training programmes. In addition, it suggests the next steps in the research towards improving the tools available for the evaluation of training